Tài liệu nghiên cứu của Janet Cheng Lian Chew (2004)

The Influence of Human Resource Management Practices on the Retention of Core Employees of Australian Organisations: An Empirical Study Janet Cheng Lian Chew B.Com. (Hons) (Murdoch University) Submitted for the degree of Doctor of Philosophy, Murdoch University July, 2004 I declare that this thesis is my own account of my research and contains, as its main content work which has not previously been submitted for a degree at any tertiary education institution. .......................... Janet Cheng Lian Chew July 2004 © Copyright All rights reserved ABSTRACT Employee retention is one of the challenges facing many business organisations today. For many organisations, strategic staffing has become a concern because the ability to hold on to highly talented core employees can be crucial to future survival. This empirical study examined the current human resource management (HRM) practices of Australian organisations in the retention of their core employees. In particular, the research identified the core elements of HRM practices, which strongly influence the decision for core employees to stay. The study comprise three phases: (1) a preliminary investigation, utilising the Delphi Technique to obtain the opinions of an expert panel of thirteen, (2) in-depth interviews, involving twelve human resource managers of Australian organisations and (3) a quantitative survey of 800 employees from nine Australian organisations. The findings revealed greater insights into the HRM-retention relationship and provided empirical validation of the relationship. More specifically, the research identified eight retention factors that influence the decision of core employees to stay. These specific factors consisted of two bundles of practices: HR factors (e.g., person organisational fit, remuneration, reward and recognition, training and career development, challenging job opportunities) and Organisational factors (e.g., leadership behaviour, company culture and policies, teamwork relationship and satisfactory work environment). The outcome of the HRM-retention relationship was examined through organisational commitment and turnover intention using multiple regression analysis. The findings of this study revealed positive significant corelationships between the eight factors and organisational commitment. Moreover, it was highlighted that commitment acted as a partial mediator of remuneration, recognition and reward, training and career development and work environment on intent to stay. Commitment fully mediated the relationship person organisational fit, teamwork relationship, culture and policies and intention to stay. The study produced a model suitable for use by human resource practitioners as a guide in determining what initiatives an organisation should adopt to retain their critical employees. This research has also made a contribution by illuminating the current employment relationships in Australian organisations and providing relevant empirical evidence to support the theoretical model of Human Resource Architecture, developed by Lepak and Snell (1999) and, as a result, creating a configuration for an Australian Human Resource Architecture model. CONTENTS List of Figures List of Tables List of Appendices Acknowledgements vi vii vii viii CHAPTER ONE: INTRODUCTION The Influence of Human Resource Practices on the Retention of Core Employees Introduction Changes in the workforce The influence of HRM on retention Retention management – a strategic tool Purpose of the study Significance of the study Research focus Conclusion Thesis overview 1 3 6 10 16 17 19 20 20 CHAPTER TWO: LITERATURE REVIEW To examine the relationship between Human Resource Management and Retention Introduction The Human Resource architecture models Applying Holistic or Differential HR Practices? Needs of core employees Human Resource management practices Human resource management factors Human Resource Factors influencing retention Organisational commitment Turnover intention Turnover predictors Conceptual schema Conclusion 23 24 30 35 37 43 45 65 73 76 79 80 CHAPTER THREE: RESEARCH METHODOLOGY A Three-Phased Study: The Delphi method, In-depth Interview and Quantitative survey Justification of three-phased approach Sample population (Phase 1 Delphi Study) Methodology (Phase 1) Application of the Delphi Technique Instrument (Delphi) Delphi data collection and analysis Sample population (Phase 2 and Phase 3) Methodology (Phase 2) Interview format Interview data collection and analysis Phase 3 Employee survey Phase 3 Data collection and analysis Conclusion 82 84 87 89 90 92 95 96 97 98 99 100 101 CHAPTER FOUR: THE DELPHI STUDY Identifying the Human Resource Management Factors that influence the Retention of Core Employees Demographics of panel members What is a core employee? Do core employees have different needs to other non core employees? What are the factors affecting an Australian Human Resource architecture model Which HR factors most influence the decision of employees to stay? Human Resource factors Organisational factors Discussion and implications 105 106 107 109 112 114 115 117 CHAPTER FIVE: INTERVIEW RESULTS The Retention Management Practices of Australian Organisations Introduction Respondents’ profile Interview outcome Descriptions of core employees HRM factors influencing retention Interviewees’ comments on HR Practices Is the importance placed on HRM factors linked to retention? How are these influential HR factors managed in organisations? How do these differ from non-core employees? Discussion and Implications 124 126 127 127 130 133 134 139 142 143 CHAPTER SIX: QUANTITATIVE SURVEY (Phase 3) Investigating the relationship between HRM factors, organisational commitment and intention to stay Introduction Theoretical background and hypotheses Instrument Research Questions Hypotheses Sample population Data collection process Measurement of construct: independent variables Independent Variables Person organisation fit Remuneration, reward and recognition Training and career development Challenging job opportunities Organisational factors Leadership behaviour Teamwork relationship Organisational culture and policies Communication and consultation Satisfactory work environment Dependent variables Organisational commitment Intent to stay (turnover intention) Data analysis Missing data Exploratory factor analysis Means, and standard deviations and correlations Multiple regression analysis Results Demographic profile Construct validity of all variables used in the study Exploratory factor analysis Measures of reliability Means, standard deviations and correlations Multiple regressions Discussion: Findings of the study Conclusion 149 150 151 151 156 156 158 158 159 160 160 160 161 161 162 162 163 165 165 166 166 166 167 168 168 170 173 173 176 183 189 CHAPTER SEVEN: DISCUSSION AND IMPLICATIONS Validating the HRM Retention Mode Introduction Review of Findings Phase One Study Phase Two Study Phase Three Study Contributions What’s New? So What? Why So? 190 190 193 194 198 199 201 202 Well Done? Done Well? Why Now? Who Cares? Limitations Future Research Conclusion 204 205 206 207 208 211 213 Appendix 1 214 Appendix 2 215 Appendix 3 216 Appendix 4 222 Appendix 5 229 Appendix 6 231 Appendix 7 232 Appendix 8 239 Appendix 9 248 List of References 251 LIST OF FIGURES Figure 1.1: A three-phased study to determine key HR factors that influence retention of core employees 21 Figure 2.1: Human resource management factors that influence retention of core employees 81 Figure 3.1: The Delphi Procedure 91 Figure 6.1: Conceptual Schema: Human Resource Management Factors that Affect Retention of Core Employees of Australian Organisations 153 Figure 7.1: Final Model: Human Resource Management Factors that Affect Retention of Core Employees of Australian Organisations 213 LIST OF TABLES Table 2.1 Employment modes of Human Resource Architecture 27 Table 3.1 Summary of the Delphi Process 94 Table 3.2 Phase measurement scales 102 Table 4.1: Demographic characteristics of the Delphi Panel members 106 Table 4.2: Top five descriptions of a core employee 107 Table 4.3: Needs of core employees 108 Table 4.4: Factors affecting the Australian Human Resource architecture model 110 Table 4.5: Top five human resource factors influencing retention 113 Table 4.6: Top five organisational factors influencing retention 116 Table 5.1: Demographic characteristics of participating organisations 127 Table 5.2: Interviewees selection of top five HR factors influencing retention 130 Table 5.3: Phase 2 Interviewees selection of top five organisational factors influencing retention 132 Table 5.4: Level of importance of Identified Human Resource and organisational factors in relation to voluntary turnover rate 135 Table 6.1: Demographic data of respondents (Age, Gender, Industry and Occupation) 169 Table 6.2: Factor analysis of HRM factors. 171 Table 6.3: Means, Standard Deviations and Correlations for all Variables 174 Table 6.4: Regression Results (Un-standardised Coefficients) for Organisational Commitment as Dependent Variable 178 Table 6.5: Regression Results (Un-standardised Coefficients) for Organisational Commitment as Dependent Variable 179 Table 6.6: Regression Results (Un-standardised Coefficients) for Turnover Intention as Dependent Variable 181 Table 6.7: Regression Results (Un-standardised Coefficients) for Turnover Intention as Dependent Variable 182 ACKNOWLEDGEMENTS The process I have taken to create and complete this thesis has provided me with a platform to better understand my capabilities and skills both personally and academically. This journey of self actualisation would not have been fulfilled without the guidance and support of several individuals. I would like to take this opportunity to thank several people who have assisted me directly or indirectly in successfully completing this momentous task. To my two greatest achievements, my lovely daughters, Sofia and Anjuli, I am fortunate to have had your love and emotional support throughout the whole process. My deep appreciation is extended to my supervisor Lanny Entrekin for his wisdom and guidance. To my friend and statistical supervisor, Tonia Girardi, my sincere thanks for her encouragement and guidance. I am grateful to Shelda Debowski, for her guidance and encouragement during the initial process. To my good friend, Eve, I am deeply thankful for her constant TLC in times of stress. Finally, to my Mum, thank you for your love and devotion. Predictors Independent Variables • • • • Dependent Variables Age Gender Occupation Industry Human Resource Factors • Person Organisation Fit (Selection) • Remuneration and Recognition • Training and Career Development. • Challenging opportunities Organisational Commitment Affective Commitment Turnover Intention Intent to Stay Calculative Commitment Organisational Factors • Leadership Behaviour • Teamwork relationship • Company Culture and Policies • Work environment FIGURE 2.1. Conceptual Schema. Human Resource Factors that Affect Retention of Core Employees of Australian Organisations 81 Predictors Human Resource Practices • Person Organisation Fit (Selection) • Remuneration and Recognition • Age • Gender • Industry • Occupation Training and Career Development. • • Challenging Opportunities Organisational Commitment Organisational Factors • Leadership Behaviour • Teamwork relationship • Company Culture and Policies • Turnover Intention Work environment Intent to Stay FIGURE 6.1 Conceptual Schema: Human Resource Management Factors that Affect Retention of Core Employees of Australian Organisations 153 Predictors • • Age Gender Human Resource Practices • Person Organisation Fit (Selection) • Remuneration and Recognition • Training and Career Development. Organisational Commitment Intent to Stay Organisational Factors • Teamwork relationship • Company Culture and Policies • Work environment FIGURE 7.1: The Final Model: Human Resource Factors that Affect Retention of Core Employees of Australian Organisations 214 Variable Mean S.D 1 2 3 4 5 6 7 8 9 10 11 12 13 1. Age N/A N/A - 2. Gender N/A N/A 0.06 - 3. Occupation N/A N/A 0.02 0.04 - 4.Industry N/A N/A 0.01 0.02 0.06 - 5. Person/ organisational fit 4.30 1.06 -0.02 0.15** 0.01 0.17** 0.54 6. Remuneration and Recognition 3.98 1.16 0..09** -0.001 0.01 0.10* 0.46** 0.76 7. Training and Career 4.09 1.48 -0.04 0.11* 0.07 0.15** 0.50** 0.54** 0.82 8. Challenging Assignments 4.75 1.17 0.04 0.98* 0.14* 0.26** 0.48** 0.52** 0.59** 0.85 9. Leadership 3.66 1.43 0.01 0.08** 0.06 0.12** 0.61** 0.6** 0.65** 0.62** 0.94 10.Teamwork 4.57 1.26 -0.06 0.05 0.08 0.04 0.55** 0.50** 0.55 0.54** 0.69** 0.89 11. Company culture and policies 4.34 1.30 0.04 0.08 0.05 0,02 0.51** 0.53** 0.62** 0.56** 0.71** 0.59** 0.85 12. Work environment 4.23 1.37 0.07 0.14* 0.11* 0..02 0.59** 0.52** 0.54** 0.56** 0.68** 0.56** 0.56** 0.69 13. Commitment 4.47 1.13 0.17** 0.18** 0.08 0.07 0.55** 0.57** 0.52** 0.57** 0.62** 0.57** 0.58** 0.66** 0.82 14. Intention to stay 4.41 1.58 0.28** 0.12** 0.06 0.02 0.45** 0.45** 0.42** 0.46** 0.44** 0.43** 0.49** 0.49** 0.66** Coefficient alpha reliability estimates, are on the diagonal and in bold. The means of all the variables were scored on seven point scales where 1 represents strongly disagree and 7 strongly agree. Age was measured by three categories, Gender was categorised 1 = male, 2= female. **p<0.01, *p<0.05 Table 6.3. Means, Standard Deviations and Correlations for all variables (n=457) 174 14 0.82